Page 347 - Aamir Rehman - Dubai & Co Global Strategies for Doing Business in the Gulf States-McGraw-Hill (2007)

Index 329

McKinsey & Co., 69, 72, 199-200, 210, 272 N
Mecca (Makkah), Saudi Arabia, 44, 87, 112, Al Nahyan, Khalifa bin Zayed, 102
232
Media, 26, 44, 85, 119 Al Nahyan, Zayed bin Sultan, 102, 219
Al Naimi, Ali, 115
Medina (Madinah), Saudi Arabia, 87, 112 Najd, Saudi Arabia, 112-113
Medium-term human capital strategies, Nasser, Gamal Abdel, 26
208-210
Megaclusters, 296, 298 Natural gas (See Energy sector)
Noncustomization marketing strategy,
MENA region, 14, 21-22, 25-26, 81-85, 161-167
295-298
Mergers and acquisitions (M&A) North Africa (al-Maghreb) cluster, 7, 21-22,
26-29
capital sources, 13, 214, 224, 231, 235, 237,
299
Dubai Port World (DPW), 68, 136, 251- O
252 Oil price forecasting, 90-93, 217-219
engagement strategies, 136, 154, 156-157 (See also Energy sector)
Islamic finance, 234 Al-Olayan, Kahad, 170
market attractiveness, 11, 68 Oman
for shipping enlargement, 68, 136, 251-253 within the broader Middle East, 31, 33
Middle class, 10, 69, 72, 77, 126, 164, 279-280 capital markets and taxation, 221, 229
Middle East, 19-35 human capital and expatriates, 196-199
business perception of, 6-8, 19-20 market attractiveness, 67, 73-75, 77
defined, historically, 20 market-entry, 139-140, 142, 153
defined, politically, 20-21 marketing strategy for, 178
three cluster model of, 21-34 misconceptions regarding, 40, 42-44, 48
(See also Gulf Cooperation Council [GCC]) operations/logistics strategies, 253,
Middle Eastern and North African (MENA) 258-259, 262
region, 14, 21-22, 25-26, 81-85, 295-298 overview, 2, 10-11
Misconceptions regarding GCC, 37-61 as “real” economy in GCC, 10-11, 111,
Arab-dominated markets, 39, 58-61 124-126
diverse opportunities, 8, 37-39 Omnicom, 180
energy sector as sole sector, 38-46 Open markets (See Economic liberalization)
global brands/business success, 39, 49-54 Operations/logistics strategies, 241-265
wealth assumptions, 38, 46-49 air transportation, 244-248, 263-265
women’s marginalized roles, 39, 54-58 business support facilities, 256-257
Al Missned, Mozah Bint Nasser, 212 Gulf-based global companies, 263-265
Mitchell, George, 292 industry and manufacturing support,
Moderate Engagement Spectrum, 135-136, 253-255
146-154 infrastructure, 41-42, 105-106, 242-248,
“Moment of truth,” for government 263-265
services, 190-191, 217-221 ports and shipping, 248-253
Monarchies, 25, 28, 30, 113-115, 120, 269 Public Relations Officer (PRO),
Monetary unions goals, GCC, 33 260-263
Mubadala, 2, 106-107, 224-225, 236 regulation and compliance, 260-263
Muhammad, Prophet, 25, 112 time zones, 258-260
Multiyear strategic planning cycle, 294-295 workweeks, 257-260
Multinational head offices (See Head office Opportunity Formula, 65-81
awareness of GCC; demographics, 69-73
Organizational/logistical design) international trade, 74-78
Murabaha (investment partnership), 232 privatization, 78-79
Al-Murshidee, Khalid, 170 regulatory reform, 73-74, 79-81